Managers are dealing with increasing complexity and stress in their jobs. Whether you are new to management or an old hand, you can always learn something from the experts.

  • Seven Lessons Learned from Team Sports

    by Leslie Allan AIMM MAITD

    Conducting a business is more like playing a sports game than we may care to think. Importantly, what lessons can we learn from team sports that we can apply to the way we manage our employees? This article illustrates seven essential practices that we can start applying today to win the game of business.

  • Engaging Your Employees - How to Get Them to Care about Their Work

    by Paul Glover

    Paradoxically, you can achieve more as a manager by slowing down, thinking, reflecting and investigating. Jeff Davidson shares his insights on how you can improve your productivity by taking a deep breath first.

  • Managing Downtime

    by Jeff Davidson MBA CMC

    Paradoxically, you can achieve more as a manager by slowing down, thinking, reflecting and investigating. Jeff Davidson shares his insights on how you can improve your productivity by taking a deep breath first.

  • The Problem with Management

    by David Brewster

    In spite of the abundance of management theories, managers are working longer and harder and with little to show for it. David Brewster draws some important lessons from the Tour de France cycling championships in how to harness the power of your team to achieve outstanding business performance.

  • How Psychology Can Help You Be a Better Manager

    by Leslie Allan AIMM MAITD

    Novice managers often struggle to get the best out of their people because they labor under a one-dimensional view of what motivates their employees. In this article, Leslie Allan illustrates how a little psychology can return huge dividends.

  • It's Not JUST Business

    by Paul Glover

    Managers who stick to "just business" in conducting their work interactions miss the personal dimension that leads to satisfied and productive relationships with employees, customers and suppliers.

  • Fear Factor

    by Nancy Snell

    Fear of change and the unknown is a destructive force that can consume workplaces and degrade the performance of our companies. As leaders, one of our most important jobs is to ensure that fear does not take root. Nancy Snell shows how to dispel fear in the workplace with direct and clear communication.

  • Training Employees: Stop Wasting Your Money

    by Leslie Allan AIMM MAITD

    You send your people on expensive training courses. Yet your business performance does not seem to improve. Your problem may lie in how you look at training. This article considers two popular views of how training works. Hold the outdated view and you will continue to lose money on training. Act on the enlightened view and your business and people will prosper. Which view do you hold?

  • Business Systems – Not Just for Big Business

    by Michael Clark

    When I mention business systems to you, what comes to mind? Do you think of an IBM mainframe computer sitting in a big room in the middle of your building? Do you think of expensive, highly specialized software? That's what many small business owners imagine. And they think it's not for them. If that's what you think, you're only half right.

  • Keeping Your Business Simple – A Key to Long Term Success

    by David Brewster

    Business owners and managers are working longer and harder – and in an era when we are all talking about the need for work-life balance! In this article, David Brewster highlights five key interesting and practical ways that you can achieve business success whilst maintaining your real quality of life.

  • Use Job Aids to Improve Your Business Results

    by Leslie Allan AIMM MAITD

    Employee productivity, efficiency and work quality can be improved significantly with the right job aid. In this article, Leslie Allan reviews ten types of job aid and how they can take your business operations to the next level.

  • Sharpen the Saw

    by Jeff Davidson MBA CMC

    Stephen Covey cautioned us to sharpen the saw before rushing into action. Sharpening your saw can come in some surprising guises. Here are some practical ways you can take stock and prepare for the challenges ahead.

  • Recognition by the Happy Wanderer

    by Chris Herrmann

    Curiosity is the real key to uncovering performance that deserves recognition. Managing by wandering about (MBWA) is a technique first recognized in the 1980s and is in itself a form of employee recognition. By getting away from behind your desk on a regular basis you will find yourself being drawn towards areas of the business you might not otherwise visit.

  • Awareness and Mastery – Two Essential Keys to a Successful Small Business

    by Michael Clark

    You will hear managers complaining that their employees aren't productive, don't listen and just can't consistently get the job done. Michael Clark's employees are focused, do what he asks of them and work hard. In this article, Michael will share what it is he is doing that is different from the rest and what this can teach you about running a successful small business?

  • Basic Management Skills

    by Chris Thomas

    Recent studies have shown that industrial supervisors are working at less than 60 percent of their potential. Basic management skills training is guaranteed to change all this and at such little cost.

  • Top Ten Questions About Customer Service and Business

    by Derek Williams

    Get answers to the top ten questions about how to use customer satisfaction to drive your business profits.

  • Where Have All the Honest Managers Gone?

    by Bob Selden

    Is honesty missing from management today? Does honesty have any impact on employee morale, productivity and employee turnover? Find out the latest research results and how a manager can apply these results on a day-to-day basis.

  • How a "We" Culture Can Raise Your Organizational IQ

    by Nancy Snell

    No work is more important for a leader than creating an environment in which all team members can contribute. That raises the collective IQ of the company and pays dividends as the business gleans ideas for new strategies and improved processes from all over the company.

  • Leading Knowledge Workers: Avoid These Five Deadly Leadership Sins

    by Faith Ralston

    The average employee is delivering only a fraction of that which they are capable. Avoid these five deadly sins and you'll capture knowledge workers' discretionary energy and build enthusiasm into a top performing team.

  • Providing Direction – Stop Your People Guessing What You Want

    by Paul Phillips

    Most people know what takes up their time at work – but they are not often sure it is what the boss wants or the business needs. Properly constructed job descriptions can provide that final link between corporate direction and the individuals working to make it happen. The secret is to have them focus on the end result required by the job, not the tasks and activities required to achieve it.

  • When Business Becomes a Battlefield

    by Graham Yemm and Bruce Hoverd

    We can all under-estimate the importance of communication and interpersonal skills. As a result we do not think about them, we just "do". What are the consequences of the lack of thinking? Potentially the miscommunication leads to aggression, poor morale and other problems. This article looks at some ways to overcome this issue.

  • The Most Important Management Skill

    by Terence Traut

    Terence Traut draws from interviews, research, and extensive experience to consider from a range of important management skills which is the most critical for today's manager.

  • How to Make a People Place of Your Organization

    by Karin Syren

    In today's organizational environment, the term job security has become an oxymoron. There seems to be little security and often little time for real investment in people. Too much to do, too little time and capital along with too many qualified candidates combine to create a culture of "throw-away" employees. But is this really the most time-saving or cost-effective approach and what of long-term organizational stability?

  • Maintaining People Places and Retaining Staff

    by Karin Syren

    It should go without saying that there is no better way to maintain a carefully created People Place than to hang on to your existing loyal producers. Unfortunately, not nearly enough emphasis is applied in this area.

  • Follow My Leader – To Effect Change, Leaders Must Walk the Talk!

    by Glen Feechan

    In any change project, the leader must convince everyone of the importance of the change. This aspect of managing change is often overlooked or done poorly, leading to many failed change initiatives.


  • Drive a Tight Agenda, Don't Let It Drive You

    by Lonnie Pacelli

    Meetings can quickly get out of control and ruin your day, often because of a poorly thought out agenda. Here are some useful tips for developing and managing an effective meeting agenda.

  • Five Reasons to Make Meetings More Fun

    by Kevin Eikenberry

    The average person spends more time in meetings than they'd like to. The average manager spends the majority of their workday in meetings. Given these facts, shouldn't meetings be more fun?

  • Nineteen Timeless Tips to Keep Meetings Short

    by Deborah Torres Patel

    Thorough meeting preparation alleviates anxiety. Good planning guarantees that meetings are relevant, don't overrun and aren't held back by uniformed, boring or disinterested attendees. Follow these nineteen timeless tips to keep your meetings on track and on time.

  • Efficient, Effective Meetings

    by Bruce Taylor

    Most professionals report spending between 15 percent and 30 percent of their time in meetings. How about yourself - do you know the inside of the conference rooms better than you know your office? And of the time that you spend in the meetings, how much of it is really valuable to you, and how much does it cost?

Drop us a line telling us what you think and suggesting subjects that you would like to see covered.

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Note: Business Performance Pty Ltd actively encourages the sharing of information. However, the opinions expressed in the submissions below are those of the individual authors and do not necessarily reflect the view of Business Performance Pty Ltd.

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